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Hub You - Attributes of Companies You Don't Want to Buy!
If you like photography and you would like to find freelance photography jobs, there are many options in the market. Of course, there are a lot of professional photography jobs, but there are also other smaller options for those people who would like to make money from freelance photography jobs.Everyone who loves photography can become a photographer, you need to choose a special field like, family or wedding photographer. You can make money very easy, by taking pictures of things that you like such as babies, nature or animals. People who love scuba diving, can become an underwater photographer if they wish it.For people who like taking pictures and
• One customer equals greater than 20% of total annual sales revenues
• A viable competitor offers ALL the products and services your customers need
• There is no customer purchase loyalty
• The overall demographics of your targeted market(s) are negative
• Extraordinary product/ service warranties are firmly established within the industry
• The product must be manufactured overseas to effectively compete
• Targeted, primary markets have had no growth the last three years
• There is existing or pending, noteworthy legal encumbrances against the company
• You determine the current business owner lies to you about “small” details
Assuming you have clearly defined and documented your critical Business purchase criteria well in advance to starting your business acquisition program, you will often start to compromise your purchase
1. Let people know what you expect. If people know what’s expected of them, that’s what they’ll do--if they don’t know what’s expected, they’ll do something else. Communicate clear and unambiguous performance expectations and hold people accountable for their achievement.2. Be a systems thinker. Remind people of their interconnectedness and that something happening in one area affects all other areas. If people know how what they do impacts on others, they’ll try harder to do it well.3. Keep people informed. Don’t assume that others can read your mind. If there’s something going on, let them in on it. Without information people invent it and the human tendency is to
The purpose of this article is to highlight characteristics of acquisition candidates that you should consider absolute “deal killers”. These are brought to your attention because it is very common and natural to get so far down the due diligence trail on a company you have worked so hard to find, that IS for sale, that is right in your industry “comfort zone” and not see the inevitable financial disaster looming down the road because you became “blind” to what the future business potential will be, versus the potential of what you think it could be!
Buying Quality Businesses is a “Number’s Game”
There is a direct relationship between perceived value of something that is in very limited supply and the time and effort you have invested to find it. Quality businesses, with extraordinary growth potential, that are for sale, are like the proverbial “Diamond in the rough” or “Needle in the haystack” analogies … it takes removal of tons of dirt and mounds of hay to find what you seek!
In any proactive business acquisition pursuit, a seasoned business buyer will tell you that finding viable companies that can be purchased for reasonable terms is a “number’s game”. Thousands of company candidates, that lead to hundreds of contacts, which lead to ten’s of acquisition conversations, that hopefully lead to one company purchase!
Going into any business acquisition effort, knowing what it takes to find and eventually secure a business purchase deal has a dramatic affect on the definition and your eventual allegiance to your business purchase criteria. If your purchase criteria are too “tight” and your commitment too rigid to that criteria, you may quickly feel you’ll never find your “ideal” company to buy!
Absolutely, Unquestionably, No Brainer, “Deal Killers”
Attempting to find and qualify businesses to buy is an iterative and complex process. Each opportunity eventually stands on its own merits and purchase compromises will prevail because it is unrealistic to think you will find the exact, “perfect” acquisition opportunity. There are, however, business attributes, like these listed below, that are best left with the current company owners:
• The sellers have previously terminated two or more purchase contracts
• The current business owners have no clear, compelling reason to sell
• The sellers cannot provide basic financial information
• The business is completely dependent on one key employee
• The seller will not provide any form of “earn-out” based on future company performance
• The business relies on limited natural resources to produce its product or service
• Improper application of the company’s product/ service = major $ liability
• The company has not been profitable for the last 3 years
• Pending significant legislation possibly impairs future growth
• Key personnel will not sign employment contracts or non- compete’s
• Payment on acquisition debt exceeds 50% of after-tax profits
• There is an insufficient pool of labor or talent to grow the business
• There is no technical or knowledge barrier to entry for the targeted business niche
• Key patents are about to expire
• Only one supplier can provide a key product/ service ingredient
• One customer equals greater than 20% of total annual sales revenues
• A viable competitor offers ALL the products and services your customers need
• There is no customer purchase loyalty
• The overall demographics of your targeted market(s) are negative
• Extraordinary product/ service warranties are firmly established within the industry
• The product must be manufactured overseas to effectively compete
• Targeted, primary markets have had no growth the last three years
• There is existing or pending, noteworthy legal encumbrances against the company
• You determine the current business owner lies to you about “small” details
Assuming you have clearly defined and documented your critical Business purchase criteria well in advance to starting your business acquisition program, you will often start to compromise your purchase
The later Stages of Entrepreneurial Financing are often called the Third, and Harvest stages. They are briefly described with Status, Tasks, and Financing as follows:Third Stage (also Mezzanine Stage)Status. All systems are really go and the potential for a major success is beginning to be apparent. Snags are being worked out in all areas from design and development of second-generation products; to marketing and distribution; to management and all its applied systems.Tasks. To increase market reliability, begin export marketing, put second-level management in place, begin to "dress up" the company for harvest.Financing. At this stage, the company may n
Buying Quality Businesses is a “Number’s Game”
There is a direct relationship between perceived value of something that is in very limited supply and the time and effort you have invested to find it. Quality businesses, with extraordinary growth potential, that are for sale, are like the proverbial “Diamond in the rough” or “Needle in the haystack” analogies … it takes removal of tons of dirt and mounds of hay to find what you seek!
In any proactive business acquisition pursuit, a seasoned business buyer will tell you that finding viable companies that can be purchased for reasonable terms is a “number’s game”. Thousands of company candidates, that lead to hundreds of contacts, which lead to ten’s of acquisition conversations, that hopefully lead to one company purchase!
Going into any business acquisition effort, knowing what it takes to find and eventually secure a business purchase deal has a dramatic affect on the definition and your eventual allegiance to your business purchase criteria. If your purchase criteria are too “tight” and your commitment too rigid to that criteria, you may quickly feel you’ll never find your “ideal” company to buy!
Absolutely, Unquestionably, No Brainer, “Deal Killers”
Attempting to find and qualify businesses to buy is an iterative and complex process. Each opportunity eventually stands on its own merits and purchase compromises will prevail because it is unrealistic to think you will find the exact, “perfect” acquisition opportunity. There are, however, business attributes, like these listed below, that are best left with the current company owners:
• The sellers have previously terminated two or more purchase contracts
• The current business owners have no clear, compelling reason to sell
• The sellers cannot provide basic financial information
• The business is completely dependent on one key employee
• The seller will not provide any form of “earn-out” based on future company performance
• The business relies on limited natural resources to produce its product or service
• Improper application of the company’s product/ service = major $ liability
• The company has not been profitable for the last 3 years
• Pending significant legislation possibly impairs future growth
• Key personnel will not sign employment contracts or non- compete’s
• Payment on acquisition debt exceeds 50% of after-tax profits
• There is an insufficient pool of labor or talent to grow the business
• There is no technical or knowledge barrier to entry for the targeted business niche
• Key patents are about to expire
• Only one supplier can provide a key product/ service ingredient
• One customer equals greater than 20% of total annual sales revenues
• A viable competitor offers ALL the products and services your customers need
• There is no customer purchase loyalty
• The overall demographics of your targeted market(s) are negative
• Extraordinary product/ service warranties are firmly established within the industry
• The product must be manufactured overseas to effectively compete
• Targeted, primary markets have had no growth the last three years
• There is existing or pending, noteworthy legal encumbrances against the company
• You determine the current business owner lies to you about “small” details
Assuming you have clearly defined and documented your critical Business purchase criteria well in advance to starting your business acquisition program, you will often start to compromise your purchase
Before you open the doors to your computer consulting business, you need to get your ducks in a row. You'll need to pick a company name and get your business cards printed. Then you'll need to consider what types of customers you want to pursue and where you can meet them. In this article, you'll learn how and why you need to accomplish these steps.Get Your Business Cards PrintedGet your business cards printed, even if you don't think they'll last you forever. If you decide to change your company name, phone number or address 6 months down the road, that's okay-you can get them reprinted. At least in the mean time, you can start getting momentum going by handing out
Absolutely, Unquestionably, No Brainer, “Deal Killers”
Attempting to find and qualify businesses to buy is an iterative and complex process. Each opportunity eventually stands on its own merits and purchase compromises will prevail because it is unrealistic to think you will find the exact, “perfect” acquisition opportunity. There are, however, business attributes, like these listed below, that are best left with the current company owners:
• The sellers have previously terminated two or more purchase contracts
• The current business owners have no clear, compelling reason to sell
• The sellers cannot provide basic financial information
• The business is completely dependent on one key employee
• The seller will not provide any form of “earn-out” based on future company performance
• The business relies on limited natural resources to produce its product or service
• Improper application of the company’s product/ service = major $ liability
• The company has not been profitable for the last 3 years
• Pending significant legislation possibly impairs future growth
• Key personnel will not sign employment contracts or non- compete’s
• Payment on acquisition debt exceeds 50% of after-tax profits
• There is an insufficient pool of labor or talent to grow the business
• There is no technical or knowledge barrier to entry for the targeted business niche
• Key patents are about to expire
• Only one supplier can provide a key product/ service ingredient
• One customer equals greater than 20% of total annual sales revenues
• A viable competitor offers ALL the products and services your customers need
• There is no customer purchase loyalty
• The overall demographics of your targeted market(s) are negative
• Extraordinary product/ service warranties are firmly established within the industry
• The product must be manufactured overseas to effectively compete
• Targeted, primary markets have had no growth the last three years
• There is existing or pending, noteworthy legal encumbrances against the company
• You determine the current business owner lies to you about “small” details
Assuming you have clearly defined and documented your critical Business purchase criteria well in advance to starting your business acquisition program, you will often start to compromise your purchase
As the market changes franchising companies and their outlets must also change with the flow of consumer dollars and the changes in consumer buying perception. Consider if you will the height of popularity of the South Beach and Atkins Diet? This of course was the time when Schlotsky's Deli filed bankruptcy and it was the start of the fall of Krispy Kremes, as they got royally creamed in the market place and the company imploded.There are times in modern Day franchising when there are adapt or die scenarios. If the franchising company and their franchised outlets fail to meet challenges or changes in market demand the company will fail and the brand name will go down the t
• The business is completely dependent on one key employee
• The seller will not provide any form of “earn-out” based on future company performance
• The business relies on limited natural resources to produce its product or service
• Improper application of the company’s product/ service = major $ liability
• The company has not been profitable for the last 3 years
• Pending significant legislation possibly impairs future growth
• Key personnel will not sign employment contracts or non- compete’s
• Payment on acquisition debt exceeds 50% of after-tax profits
• There is an insufficient pool of labor or talent to grow the business
• There is no technical or knowledge barrier to entry for the targeted business niche
• Key patents are about to expire
• Only one supplier can provide a key product/ service ingredient
• One customer equals greater than 20% of total annual sales revenues
• A viable competitor offers ALL the products and services your customers need
• There is no customer purchase loyalty
• The overall demographics of your targeted market(s) are negative
• Extraordinary product/ service warranties are firmly established within the industry
• The product must be manufactured overseas to effectively compete
• Targeted, primary markets have had no growth the last three years
• There is existing or pending, noteworthy legal encumbrances against the company
• You determine the current business owner lies to you about “small” details
Assuming you have clearly defined and documented your critical Business purchase criteria well in advance to starting your business acquisition program, you will often start to compromise your purchase
What are the benefits of using a Freelance Consultant / Trainer for your next project?Companies are often wary of employing freelance trainers when setting up a new project or contemplating a 'roll out' operation or ‘change’ scenario. There are however distinct advantages to using freelance as against permanent resources, and some of these are outlined as follows.1. Financial Although the initial costs (hourly/daily rate) of freelance trainers may seem expensive, this has to be set against the fact that there are no costs of in house benefit packages, no pensions commitment, no payment for holidays or sick time etc. Also, the cost is fixed, purely for the term
• One customer equals greater than 20% of total annual sales revenues
• A viable competitor offers ALL the products and services your customers need
• There is no customer purchase loyalty
• The overall demographics of your targeted market(s) are negative
• Extraordinary product/ service warranties are firmly established within the industry
• The product must be manufactured overseas to effectively compete
• Targeted, primary markets have had no growth the last three years
• There is existing or pending, noteworthy legal encumbrances against the company
• You determine the current business owner lies to you about “small” details
Assuming you have clearly defined and documented your critical Business purchase criteria well in advance to starting your business acquisition program, you will often start to compromise your purchase criteria as you continue to invest more time and money to find your “ideal” acquisition candidate. This is a “cardinal sin” in merger and acquisition pursuits. Compromising your purchase criteria is natural tendency, but ultimately a fatal mistake!
The importance of defining, understanding and truly committing to your critical company attributes is most important during these frustrating times. The most effective business buyers are disciplined business buyers. They are those who can decisively deal with uncovered negative company attributes and immediately move on to the next purchase opportunity.
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